Digital strategy aligning in SMEs: A dynamic capabilities perspective

2021 ◽  
Vol 30 (3) ◽  
pp. 101682
Author(s):  
Ana Isabel Canhoto ◽  
Sarah Quinton ◽  
Rebecca Pera ◽  
Sebastián Molinillo ◽  
Lyndon Simkin
Keyword(s):  
Dynamic Capabilities ◽  
Digital Strategy ◽  
Dynamic Capabilities Perspective

scholarly journals Social Media use and value creation in the digital landscape: a dynamic-capabilities perspective

2020 ◽  
Vol 31 (3) ◽  
pp. 313-343
Author(s):  
Aurora Garrido-Moreno ◽  
Víctor García-Morales ◽  
Stephen King ◽  
Nigel Lockett
Keyword(s):  
Social Media ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Media Use ◽  
Business Value ◽  
Customer Engagement ◽  
Social Media Use ◽  
Content Type ◽  
Social Media Tools ◽  
Dynamic Capabilities Perspective

PurposeAlthough Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's increasingly digital landscapes. Adopting a dynamic capabilities perspective, this paper empirically examines the specific process through which Social Media use translates into better performance and the capabilities involved in this process.Design/methodology/approachA research model is proposed that includes both antecedents and consequences of Social Media use. Existing research was examined to derive the research hypotheses, which were tested using SEM methodology on a sample of 212 hotels.FindingsThe results show that Social Media use does not exert significant direct impact on organizational performance. Rather, the findings confirm the mediating role played by Social CRM and Customer Engagement capabilities in the value creation process.Practical implicationsThe results demonstrate how Social Media tools should be implemented and managed to generate business value in hotels. Implications yield interesting insights for hotel managersOriginality/valueThis study is a first attempt to analyze empirically the real impact of digital media technologies, particularly Social Media use, drawing on the dynamic capabilities perspective and focusing on service firms (hotels). Including the variable “Organizational Readiness” as a basic prerequisite to benefit from Social Media use enhances the study's novelty and contribution.

Extending CSR in SMEs’ upstream supply chains: a dynamic capabilities perspective

2018 ◽  
Vol 19 (3) ◽  
pp. 233-251 ◽  
Author(s):  
Rebecca Stekelorum ◽  
Issam Laguir ◽  
Jean-Marie Courrent ◽  
Anicia Jaegler
Keyword(s):  
Supply Chains ◽  
Dynamic Capabilities ◽  
Dynamic Capabilities Perspective

scholarly journals The contribution of human resource development managers to organisational branding in the hotel industry in India and South East Asia (ISEA): a dynamic capabilities perspective

2020 ◽  
Vol 43 (1) ◽  
pp. 131-153
Author(s):  
Adebayo Serge Francois Koukpaki ◽  
Kweku Adams ◽  
Adegboyega Oyedijo
Keyword(s):  
East Asia ◽  
Human Resource Development ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Hotel Industry ◽  
Resource Development ◽  
South East Asia ◽  
Quality Service ◽  
Content Type ◽  
Dynamic Capabilities Perspective

PurposeThis research explores the significant contribution of human resource development (HRD) managers in building organisational brands in the hotel industry through the lenses of dynamic capabilities for sustaining competitiveness.Design/methodology/approachUsing a qualitative case study design, this study deployed a semi-structured interview research method. It used a purposive sample of 20 HRD managers across twenty different hotels in India and South East Asia (ISEA) to explore their contribution to organisational brands. The data was analysed using thematic analysis.FindingsThe findings show the significance of HRD in building organisational brands. From a dynamic capabilities perspective, it was found that HRD has an impact on fostering brand awareness culture; HRD functional branding enhances the creation and sustaining of quality service culture; functional branding of HRD helps differentiate the brand and quality service, for product development and innovation by linking talent development and growth of key competencies and capabilities; brand training and behavioural training directly influence the right behaviour knowledge and effective communication that is translated into the enhancement of guest experience; and finally, organisational branding through branding culture and employer branding creates organisational wealth.Originality/valueThe authors propose a new conceptual framework for the branding of the Heroes to reclaim the HRD's splendour in the realm of other functions in the hotel industry in ISEA contexts. While the authors do not claim an external generalisability, we believe that an analytical application of this framework could be relevant in similar environments. The study also claims that HRD practitioners could use parallel literature repertoires from brand management discourse to value their strategic contributions in building and maintaining their reputational position at the board level. Practical implications and further research are discussed.

scholarly journals A Dynamic Capabilities Perspective on Service-orientation in Demand-supply Chains

Procedia CIRP ◽  
2015 ◽  
Vol 30 ◽  
pp. 396-401 ◽  
Author(s):  
Mohammad R. Rasouli ◽  
Jos J.M. Trienekens ◽  
Rob J. Kusters ◽  
Paul W.P.J. Grefen
Keyword(s):  
Supply Chains ◽  
Dynamic Capabilities ◽  
Service Orientation ◽  
Dynamic Capabilities Perspective

scholarly journals On the internationalization of Turkish hospital chains: A dynamic capabilities perspective

2020 ◽  
Vol 29 (3) ◽  
pp. 101693
Author(s):  
M. Mithat Uner ◽  
Burak Cetin ◽  
S. Tamer Cavusgil
Keyword(s):  
Dynamic Capabilities ◽  
Dynamic Capabilities Perspective
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